Here's your free webinar:
The Gift of Unlimited Upside by Mike Hannan
Latest on our blog...
How often have you heard the cry, “If we just did without a project manager we could save a load of money!”
Of course it's nonsense. For any project worthy of the name, a professional project manager will reduce the risk and overall cost of implementation. No "serious" professional would really strip out all the PMs.
Yet “Why are we spending all this money on a PMO?“ is a common cry, one that poses a real threat both to the PMO and the success of the portfolio. Only half of PMOs survive the first few years (APM). In fact, according to ESI research, 72% of PMOs are called into question by the executive team.
Look at it this way; without a conductor, an orchestra would produce a terrible cacophony. (Disclosure: my brother plays in one of the world's top orchestras). It's the same for a project portfolio… only the costs of a weak portfolio can be much worse than the noise of bunch of unsupervised musicians.
In short, the business case for the PMO is every bit as strong as the business case for the project manager.
Half of new PMOs are shut down within 3 years1. Scary… and it reminds me a bit of a TV program we have in the UK.
Grand Designs follows a member of the public who has taken on a massive project: building a new home. The homes are usually rather grand (hence the title) or unusual (one guy built a house out of straw, another built a cave-house).
Most of the “victims” have chosen to act as project manager themselves. Why do they make that decision? Well, they believe it will save money and, really, how hard can it be? Yet this one decision – to take on the project management themselves - is often the root cause of many of massive cost over-runs, delays and sleepless nights.
Setting up a PMO is a little bit like building a house, only worse. So, what’s to be done?
On a recent webinar with Johanna Rothman (author of loads of books on project management, program management, portfolio management and, I suspect, other things beginning with “P” that need managing!), she made the point that it’s not important how many projects you start. What’s important is how many you finish and that they deliver business value.
If you only score points for finished projects, let’s figure out how to get more points on the board!
Being a PMO leader is an honour and a responsibility. But it’s also one of those roles where there’s not often a lot of up-side. When things go well… well, that’s what people expect and nobody notices. When they go badly…
So, this Holiday season, we’re teaming up with Mike Hannan of Fortezza Consulting to bring you, the esteemed PMO leader, a Holiday gift. The gift to end all gifts?
The gift of unlimited upside!
Mike is one of those people who is not only immensely wise and talented, but he is also generous. In this webinar, he shares some of the core capabilities that, time-and-again, he has used to unlock unlimited upside for the PMOs he works with.
You. Me. Anyone with a management job-title. We all have the same role – to manage change.
We are here to improve things. But innovation in the PMO can be difficult and there’s one huge barrier that stops many in their tracks. I think this barrier is captured best in this quote:
“The difficulty lies not so much in developing new ideas as in escaping from old ones.”
- John Maynard Keynes
This blog will highlight a few innovative “tools” that are changing the PMO world.